1.

INTRODUCTION

Wipro Limited is an $8.5 billion Indian conglomerate. According to the FY17 Financial Statement,
Wipro is the third largest IT Company in India. Wipro Ltd has interests varying from information
technology, consumer care, lighting, engineering and healthcare business. Azim Premji is the
Chairman of the board. Wipro technologies provide integrated business, technology and process
solutions on a global delivery platform. Wipro employ 175,000 people across 100 nationalities. Wipro
Limited was incorporated in 1945 as Western India Vegetable Products Limited under the Indian
Companies Act, VII of 1913, which is now superseded by the Companies Act, 1956. Some of the
offerings of Wipro Technologies are:-

Services Industries
Consulting Telecom Service Providers
Package Implementation Financial Services
Application Development & Retail
Maintenance
Testing Services Energy & Utilities
Technology Infrastructure Manufacturing
Business Process Outsourcing Technology, Media & Transportation
Services
Product Engineering
Table 1 : Offerings of Wipro Technologies

Wipro is also the first IT services company in the world to achieve the highest level of quality
certification, the SEI-CMM Level 5. Since 1997, Wipro's revenue has grown by an average of 26% a
year while profits have grown by 69%.
Geographical Locations

Head Quarter: India

Fig 1 : Geographic mapping of presence of Wipro Technologies

 1.1. Growth Over The Years

Fig 2 : Growth of Wipro Technologies

1.2. Corporate Brand

WIPRO is an acronym of Western India Products. The acronym Wipro was selected by Azim
Premji himself in 1979. The name Wipro was unique and gave the feel of an International Company.

Brand Identity
The new Identity represents the way the company connects the dots for its clients: integrating deep
technology and domain expertise, applying insights from across industries, and consistently
delivering world-class integrated, end-to-end capabilities and services. The logo also highlights
Wipros strong technology heritage and reflects its capabilities for the future.

Fig 3 : Logo of Wipro

The styling of the brand mark gives it a sense of fluidity, resourcefulness, optimism and a connected
world.

The individual elements in the logo represent ideas, insights, technologies, industries and geographies.
The expanding pattern symbolizes a boundless Wipro. The four circles represent the Wipro Values,
Employees, Clients & partners, and Communities. The blue of the word mark creates a sense of
reliability and authority.

Along with its new identity, Wipro has also rearticulated the Spirit of Wipro, its core values: Be
passionate about clients success, Treat each person with respect, Be global and responsible, and
Unyielding integrity in everything we do.

Significance of Colours in the Wipro Brand Identity

Red : Blood, Life giving, Dynamic, Auspicious

Green : Fields, Prosperity, Freshness, Growth, Youth

Yellow : Sun, Warmth, Vitality, Aspirations

Violet : Intelligence, Innovation, Shrewdness, Mystery

Blue : Sky, Sea, Transparency, Natural

 1.3. SPIRIT OF WIPRO

The Spirit is deeply rooted in the unchanging essence of Wipro. But it also embraces what we must
aspire to be.

It is the indivisible synthesis of the four values.

Mission : Quality : According to Wipro: No longer is Quality perceived to be just a buzzword in the
corporate aisles, its touching our customers lives in more ways than we can imagine.
Vision : Having already achieved the pinnacles of process and quality credentials (through ISO 9000,
SEI CMM, PCMM and Six Sigma), Wipro's Vision is focused on attaining leadership in the areas of
Business, Customer People and Quality.

Fig 4 : Vision Statement of Wipro Technologies

Values

Wipro Beliefs (1971)

Wipro as an organization had the following beliefs for a long time. These were

Respect the individual. People are our greatest asset.

Achieve and maintain a position of leadership in each of the businesses we are in

Govern individual and company relationships with the highest standard of conduct and
integrity

Serve our internal and external customers through Defect free products, services and processes

ANALYSIS

3.1 SWOT and PEST ANALYSIS OF WIPRO

SWOT analysis:

1).Strengths:-

Skilled manpower: Diversified skill base across service lines, delivery capabilities and client
satisfaction.
Low cost advantage: Ability to continually reduce the cost of services.
Global partner with GM, Nike, JP Morgan, Franklin Templeton, ABN Amro, GM, Boeing and GE,
and 300 others.
Global delivery model: Market leader in Offshore, consulting and business process outsourcing
business.
Global Diversified Company with a strong R&D division twice as large as TCS and Infosys.

2).Weaknesses:-

High reliance of US and European markets.

Not a proactive company: Domestic market was huge but was underdeveloped
Limited domain: Wipro provided very limited number of services
Lack of focus on Consumer durables and Engineering products.
Small size of Balance sheet to make a deal and acquire new profitable companies as compared to
TCS and Infosys.

3).Opportunities:-

IT Sector is booming.
Huge global market: The Company has entered into the global market so now it's the biggest
opportunity available to the company.
Huge Potential in Domestic Market
Innovations of latest Technologies.
Good scope for expanding business worldwide (liberalization, Globalization, Privatization.
Number of SEZ and STPs are increasing.

4).Threats:-

Presence of big companies in global market

 Exchange rate: This can be a threat to the company as the company is making profits due to the
high exchange rate and if this rate comes down in future it can lead to a major problem for the
company
Emerging Small IT companies.
Unrelated diversification of other multinational companies such as TATA Elxi, L&T InfoTech,
TITAN.

PEST Analysis:

1).Political:

Liberalization: New Economic Policy (NEP) introduced in the country helped the company to excel
in the global market, providing variety of benefits.
Support of Government policies towards free trade: Export incentives and duty concessions, which
showed the company a new opportunity abroad.

2).Economical:

Increased foreign investment: The increased foreign investments in software technology parks ensured
growth in further coming years.
Change in policies: Many economic policies changes in the country helped Wipro in their growth. At
that moment the latest policies were going in good turn of the whole software industry.
Exchange rate: High exchange rate helped the Company to take an advantage over other global players
which actually allowed it provide products and services at lower costs.

3).Social:

Immense intellectual Capital

4).Technological Factors:

Easy access to various business clients

Comfort to global customers and suppliers: Due to improvement in the technology access to the
business became easy to other business partners including various suppliers and customers

3.2 Growth Trend.

3.3 FINANCIAL ANALYSIS OF WIPRO.

WIPRO Ltd's net profits grew by 97 per cent over the corresponding quarter last year to Rs 214
crore. Revenues grew to Rs 798 crore, an increase of 28 per cent year-on-year, a performance backed
by cost cutting, and strategies that seem to have paid off. However, results showed a negative growth
vis-a-vis the previous quarter. Total revenues in Q4 last year was Rs 938 crore and PAT was Rs 217
crore. The company has been following a three-pronged strategy -- of going after the large $ 100-
billion systems integration and technology infrastructure market competing with global players;
entering the APAC and Middle East regions through Wipro Infotech and following the Six Sigma
processes and eprocurement as strategies to cut costs. Wipro Technologies, which contributed a major
chunk of revenues at 65 per cent, has shown a growth in offshore realisations of 3.4 per cent and onsite
realisations of 2.6 per cent. Wipro Technologies also contributed 93 per cent of the PBIT. Revenues
from the Global IT arm were Rs 521 crore for the quarter and PBIT was Rs 190 crore. Operating
margins went up to 36 per cent for the first quarter this year as against from 31 per cent in Q1 ended
June 2000, and 35 per cent in Q4 last year. The increase was primarily due to increase in offshore
realisation by 15 per cent and onsite realisation by 16 per cent. In the quarter, Wipro's R&D Services
contributed 52 per cent of the Global IT services revenue, Enterprise Solutions contributed 42 per cent
and the remaining 6 per cent, was contributed by Technology Infrastructure Services. Continuing its
derisking strategy, the company has brought down the percentage of its revenues from the US from
65 per cent to 60 per cent compared to the corresponding quarter last year. Europe has moved up to
33 per cent from 27 per cent and Japan is 6 per cent. Wipro Infotech, accounted for 20 per cent of the
revenues and 4 per cent of the PBIT. PBIT grew by 26 per cent to Rs 8 crore. Operating margin
expanded from 3.8 per cent for the quarter ended June 2000 to 5 per cent for the three-month period
ended June 2001, driven by growth in services and solutions business by 24 per cent year-on-year. In
its first quarter of operations in Asia Pacific and the Middle East, the business won two marquee
customers and generated good interest among prospect base.

For 3rd quarter ended on December 31, 2006:

Wipro Limited Revenue increased by 45% Year on Year (YoY) to Rs. 39.79 billion (Rs. 3,979 Crores)
Profit After Tax (PAT) grew by 41% YoY to Rs. 7.65 billion (Rs. 765 Crores)
Global IT Services & Products Revenue was Rs. 28.76 billion (Rs. 2,876 Crores), a 35% increase YoY
Global IT Services & Products Profit before Interest and Tax (PBIT) was Rs. 6.96 billion (Rs. 696 Crores)
and grew by 32% YoY; Operating Margin was at 24.2%
Global IT Services & Products added 37 new clients in the quarter
Wipros India, Middle East & Asia Pac business recorded 56% growth in PBIT YoY. Revenue grew 76%
YoY
IT services (Excluding Infocrossing, BPS, Designit ,cellent, HPS, Appirio and India & Middle Ease Business)

Groth Matrics for FY17

3.4 FINANCIAL STATISTICS.
Distribution Framework of Wipro

Wipro gives a high priority to the functioning and implementation of distribution channels in an
effective and efficient manner since the quality and value of its products and services solely depends
on the network of its distribution channels. Coordination and synchronization of these distribution
channels is quite essential for high value delivery of its products and services.
INBOUND & OUTBOUND
Global Data Synchronization for Distributors

As a critical link in the supply chain, distributors today need to be aware of the industry-wide
developments in the area of Global Data Synchronization, determine the business case for its
adoption and finally chart out a roadmap for implementation.

Achieving Data Synchronization

Internal IT Systems Integration

 Cleanse data in catalogs Make systems

GTIN and GLN compliant

Implement a Product Information Management system

External Data Synchronization

o Establish a messaging system and a data pool compliant to EAN.UCC standards

o Synchronize basic item data with enterprise master catalog with manufacturers and
retailers

o Syndicate the relationship dependent pricing and promotion data with retailer

Data Analytics

Build a Data Analytics and Decision Support System to provide

o A consolidated view of inventory

o Measurement of inbound & outbound logistics metrics

o Performance measure of promotional activities

Common Product Catalog:- Wipro can commission a pilot implementation on a pre agreed
scope involving a few product categories, SKUs or operating companies and then engineer a
full scale roll out

Reverse Logistics:- On reverse logistics solutions help seamless collaboration between

retailers and suppliers by providing complete visibility and thus increasing reverse logistics
velocity and consumer satisfaction. Wipros ready to implement portal solution
encompasses efficient processes that aid in drastic reduction of inventory levels, minimize
operational cost in real-time through automated workflow and improved inventory and
resource utilization
Centers of Excellence (COE):- Wipros ability to provide business-focused solutions stems
from the fact that Wipros delivery organization is supported by Centers of Excellence comprising
of a dedicated team of domain experts and functional architects. This enables it to provide winning
solutions for the unique problems faced by Wipros clients and help them respond proactively to
industry trends.
Supply Chain Management of Wipro: --

Supply chain management is a crucial tool for companies today to control their bottom lines and
hence improve profitability. Wipro provides supply chain services across the complete material
management lifecycle ranging from raw material sourcing to finished goods handling to retailing
solutions. Supply chain services of Wipro include:-
o Inventory management

o Direct Procurement

o Transportation Administration

o Logistics and Dispatch

Benefits:-
o Better supply chain/inventory management

o Services right across the supply chain spectrum

o Bottom line savings and lesser procurement costs

o Shortening of the delivery cycle

Wipro Technologies uses two distribution models for its IT based services:-

Global Delivery Model: - Also referred to as Follow the Sun Model Global Delivery Model is the
most successful model in terms of its reach and accessibility to the end user or client. Its a
combination of onsite model and offshore model but unlike the onsite/offshore model wherein
the offshore development centre of service provider is located at one place, in its global delivery
model Wipro has its offshore development centers spread out across the globe. This enables its
clients to have a large working team with varied qualities and expertise in different fields.
Some of the functions of Wipros onsite team involves:-
o
Understanding the clients requirements
o
Directly interacting with the client to get a better idea of their needs and changes in them
o
Acting as a mediator between the client and the offshore development centers
o
Planning and designing the initial steps of the project
o
Testing the outcome of the project in tandem with the clients team
o
Executing the project successfully at the clients place
o Provide the required support for maintenance
Tasks accomplished at the offsite development centre of Wipro includes:-
Detailed design that will be continuation of what the onsite team designed

Deciding any specific technological requirements for the project

Development

Testing before handing over to onsite team

Continuous technical support

Advantages of Wipro Global Delivery Model:-

Lower risks involved since the continuity of operations is not hampered in case of any
hindrance caused due to disaster/emergency at one of the offshore centers
Round the clock productivity because of time-zone difference

Best results due to high quality work performed by varying skilled professionals across the
globe
Shorter lead time

Cost benefits due to offshore outsourcing

No possibility of communication gap

Faster response

Disadvantages cannot be attributed to this model to a very large extent since it is very flexible
and economical in its operations despite of its complex structure.

Fixed Delivery Model: - Under this model Wipro has only one development centre carrying all
the operations of its distribution network. This model is based on the concept of utilization of
resources under the time availability factor of its workforce.

Fixed delivery model is implemented in the following manner:-

 For every IT related issue a ticket is raised at the development centre which has to be
handled by the workforce of that development centre.

Sometimes the ticket raised for any issue get resolved faster and hence the employee is
diverted to handle other tickets piled up in the waiting line.

Thus it ensures optimum utilization of resources in rendering services by efficient use of

time and skill

Pricing

Wipro Technologies generally use two main pricing models which are as follows:-

Time & Material Pricing Model: - Under this pricing model Wipro charges its clients using the
principle of pro rate basis or work and time proportion. In order to calculate the total cost of any
project it is very essential for Wipro and its clients to work out any fixed hourly rate as a
multiplying factor for the cost calculation. Then the number of hours worked by the workforce is
multiplied by the hourly rate previously agreed upon in order to compute the total cost of project.
Mathematical expression for cost calculation:-

r- Hourly rate (Rs/$ per hr)

t- Total number of hours

worked T- Total cost

T= r*t

Thus the value of T gives the total cost involved in the project. It is one of the pricing model used
by Wipro for its Business clients in order to calculate the total cost involved in the completion or
outsourcing of any project or business.
Fixed Price Pricing Model:- Unlike the previous pricing model this one does not calculate the cost
of project using variable pay rate rather it deals with a fixed price negotiated between the
supplier and customer i.e. Wipro and its clients. Under this pricing model both the parties agree
to a fixed price for the entire project duration till its completion.

Pricing scheme of this model depends on the following factors:-

Workforce expertise

Complexity of the project

Demand of the skilled professionals

Pricing structures of the competitors in market

Bargaining power of the clients

Generally at the corporate level following steps are followed by Wipro in deciding about the
pricing scheme or structure for its business clients:-
 Rough estimation by drawing a blue print in order to find out what needs to done in the
Landscape of the customer

Customer is in a state A where he does not know how to fill this gap and transit to state B.
This gap is due to the uncertainty in the cost or pricing structure

Merchandising & Pricing: - The area of expertise of the Merchandising & Pricing COE( Centers of
Excellence) include technology, domain and process consulting in merchandize planning, category
management, price and markdown management and retailer-supplier collaboration.
 People, Processes & Strengths

The productivity and goodwill of any firm in market depends on the design of processes and
workforce as per certain standards in order to meet the challenges of marketplace.

At Wipro we can highlight the following points for people & processes strengths:-

Human Resources: - Wipro Technologies is a global service provider delivering technology-driven

business solutions that meet the strategic objectives of its business clients. Wipro has 38

Centers of Excellence that create solutions around specific needs of industries. Wipro delivers
unmatched business value to customers through a combination of process excellence, quality
frameworks and service delivery innovation. Wipro is the Worlds first CMMi Level 5 certified
software services company and the first outside USA to receive the IEEE Software process Award.

Employee Feedback & Communication: - Wipro as an organization believes in Connecting and

Listening to people.

Channel W the employee portal, has been creating a de facto Wipro community by allowing

Wiproites to interact, disseminate information on things they most cherish. This intranet ensures
that the entire organization is wired and there is meaningful exchange of information/views
across domains and geographies. Key sections encourage employee participation and
communication through bulletin boards and chat rooms among other things. Employee feedback
and continuous improvement is a cornerstone of Wipros progress.

W 10 is a dipstick survey with 10 questions which checks the satisfaction level on issues, which
affect the health of the workplace and supervisory effectiveness. The feedback given by
employees is shared with management through scorecards.

Employee Perception Survey: - Wipro conducts employee satisfaction surveys every two years.
Employees are encouraged to give comments and rank the organization on certain
areas/satisfaction drivers. Top management then prepares a timely action plan to address the
areas of concern and task forces are created to focus on improvement areas and implement
action plan
Action plan (Meet your people program)- The W10 scores provide the trigger to
managers/supervisors to meet their teams and resolve issues which create dissatisfaction in the
workplace

Skip Level- Wipro believes that team feedback is an important parameter of leadership
development as well as team cohesiveness. A Skip level meeting is a formal team feedback
session facilitated by HR as well as the supervisors supervisor. This is an institutionalized process
in Wipro and managers see great merit in it as they get feedback from the team that affects team
performance and can make mid-course corrections to improve effectiveness at work

New Managers Assimilation Program (NMA): Since team work is highly valued, assimilation of a
new manager in team play is very critical part of his/her induction to the company. It enhances
team bonding and aims at consensus and collation of concerns, the challenges ahead, must-

know-about-manager etc. from the team

Corporate Culture: - Everyday at Wipro is challenging and thought-provoking. What are tested
are employees drive, enthusiasm and initiative. New ideas are appreciated and innovation is
encouraged- if an individual has a suggestion and plan to take it forward.

Beyond Work: - Beside the routine job related activities employees of Wipro get an
opportunity to express and enjoy joy at the workplace. They are engaged in various recreational
activities such as games, events and social activities such as Dandiya festivals, the World
Environment Day celebrations or chat with Sri Sri Ravishankar on their employees portal Channel
W- it is all happening at Wipro

Workforce Diversity: - Wipro seeks to build a climate that welcomes, celebrates, and promotes
respect for the entire human race. In their commitment to diversity, Wipro welcome people from
all backgrounds and seek to include knowledge and values from various cultures.
Business Level Program:-

Wipro Leaders Qualities Survey: - Wipro Leaders Qualities Survey which started in 1992 is
one of Wipros oldest leadership development initiatives. It successfully contributed to endeavor
to nurture top class business leaders in Wipro. Wipro has 8 Leadership Qualities, which are based
on Wipro vision, values and business strategy. In order to identify and help develop leaders these
competencies Wipro has adopted a 360- degree survey process. This is an end-to-end program,
which starts with the obtaining of feedback from relevant respondents and ends with each leader
drawing up a Personal Development Program (PDP) based on the feedback received. The PDP is
developed through Winds of Change which is a seven step program that helps in identifying
strengths and improvement areas, and determining action steps.

Leadership Lifecycle Programs: - Wipro has developed an approach for Life Cycle Stage
Development Plan. Training and development programs at various stages have been designed by
mapping the competencies to specific roles. Competencies specify the specific success behaviors
at every role.

Entry-level program (ELP) - The program covers the junior management employees with the
objective of developing managerial qualities in the employee. The target group is campus hires
and lateral hires at junior level

New Leaders Program (NLP) It is popularly known as NLP and aims at developing potential
people managers, who have taken such roles or are likely to get into those roles in the near future

Wipro Leaders Program (WLP) This program is for middle level leader with people, process,
business development and project management responsibilities. These leaders are like the flag
bearers of Wipro values and Wipro way of doing business. They not only walk the value talk but
they also have a responsibility of assimilating new leaders with the Wipro culture.

Business Leaders Program (BLP) This is for senior leaders with business responsibility. At this
level, people are trained up for revenue generation; and Profit & Loss responsibilities. The
program covers commercial orientation, client relationship development, and team building and
performance management responsibilities among other things

Strategic Leaders Program (SLP) This program covers top management employees. The focus
is on Vision, Values, Strategy, Global Thinking and Acting. Customer Focus and Building Star
Performers. Wipro ties up with leading business schools of international repute to conduct this
program for Wipro leaders.
 Managing Performance: - The Wipro philosophy has a clear thrust on performance
enhancement. Wipro has a systematic and robust process for planning, implementing, reviewing,
and evaluating performance of their employees. The entire process is online, which ensures
scalability and standardization. Wipro ensures that employees receive periodical feedback and
that the Development Plan forms a significant part of the entire performance management
process

Reward Philosophy: - Exemplary performance is unquestionably awarded at Wipro. There

are various awards and recognition programs, which have been institutionalized across business.
Wipro also constantly endeavor to enhance their reward program to align it with changes in
employee motivators and business drivers.

Evolution of Six Sigma at Wipro: - Six Sigma at Wipro simply means a measure of quality that
strives for near perfection. It is an umbrella initiative covering all business units and divisions so
that it could transform itself in a world class organization. At Wipro it means:-

Have products and services meet global benchmark

 Ensure robust processes within the organization

Consistently meet and exceed customer expectations

Make Quality a culture within

Matrix Organization Structure of Wipro: - This organizational structure at Wipro groups

employees by both function and product. It uses teams of employees to accomplish work, in
order to take advantage of the strengths, as well as make up the weaknesses, of functional and
decentralized forms.

Thus it enables the Wipro Engineers to share information more readily across task boundaries by
working in different cross functional teams.

QUALAITY AT WIPRO:-

Quality consulting and software quality: - At Wipro quality is like integrity non negotiable.
Wipro pursue quality with a missionary zeal and have put in place robust processes to ensure
that Wipro deliver quality with six sigma consistency.

Salient features of Quality Programs at Wipro :-

Most mature six sigma program in the industry- ensures that 91% of their projects are
completed in schedule, much above the industry average of 55%
Worlds first company to be awarded PCMM Level 5 and CMMI Level 5

Worlds first SEI CMM ver. 1.1 Level 5 software services company

Defect prevention-post release defects rates at less than 0.2 per KLOC, amongst the lowest
in the industry
Cycle time reduction due to lower rework rate

Cost of failure avoidance and high project visibility

 Marketing Strategies of Wipro

Wipro expects to significantly grow its global IT services business and the percentage of its total
revenues and profits contributed by this business over the next few years. It hopes to achieve
this objective by identifying and developing service offerings in emerging growth areas as
separate business opportunities, such as infrastructure support services, business intelligence
services and telecommunication, internet and application service providers.It is also planning to
aggressively develop the research and development services by focussing on high growth
markets such as telecommunication, mobile communication and the internet and high growth
technologies such as embedded software. Also, the company will be leveraging its experience in
providing IT services in the Indian market and its access to existing clients outside India to provide
global support services.

The intention is also to increase the number of clients through a dedicated sales team focussed
on new client acquisitions and increasing its presence in Europe and Asia. The goal is to make
every new client account earn over $1 million in annual revenues within twelve months. Also the
company intends to increase its share of business with existing clients by expanding its range of
IT solutions and by increasing its knowledge of industry segments and individual client businesses
to allow it to better understand client requirements. The focus would be on improving operating
margins by increasing the revenue per IT professional by providing higher value added services,
increasing the number of productized services and increasing the proportion of the company's
fixed price contracts.

Wipro focuses largely on pull marketing initiatives, targeting prospective clients while they
are searching for relevant IT information. Mostly this means Web -based marketing with four
key components:-

Search engine promotion

Thought leadership content on leading IT portals and directories

Web seminars and events

Website content
Wipros own website is the fulcrum of the entire lead-generation program. The marketing team
has invested heavily in creating a wide range of material to showcase company capabilities and
successes, demonstrate through leadership, and provide interactive opportunities to sample
Wipros wares.

Wipro uses special offers and more than 400 case studies to get visitors to demonstrate and register
their special interests. Comprehensive Web monitoring provides regular analysis of what is and what
is not working and what role the web is playing in lead generation and relationship development.

Building on the pull elements, Wipro uses permission marketing to strengthen relationships and
move prospects along the sales cycle. Specific initiatives include telesales, direct mail, and industry-
based newsletters. In all cases, the marketing team relies on the prospect database to create
carefully targeted lists based on incoming traffic, client profiles, and ongoing web activity. This
helps create the greatest possible impact from the limited push activities. Typical marketing
campaigns today target as few as 30 to 50 accounts.

Many firms talk of a single few of the customer, yet just as many are saddled with disparate
databases and uncoordinated marketing and sales activities. The common result is that some
prospects are bombarded with conflicting messages through different channels while others simply
fall through the cracks.

Wipro faced exactly that challenge several years ago and invested in the creation of a single prospect
intelligence database that provides a complete view of all marketing and sales interactions with
prospect companies as well as extensive profile information. The data base now includes detailed
data on multiple contacts from almost every company in the Fortune 1,000 and more than 17,500
senior management contacts in all. The database is so effective that Wipro no longer buys lists of any
kind to support its marketing efforts.

Results from Wipros integrated lead generation program have greatly exceeded expectations and
created an extremely high return on marketing investment. Along with a surge in qualified leads have
come greatly accelerated sales cycle. The typical six to nine month sales cycle has been shortened to
30 days in some cases. Leads are converted to sales far more quickly because the targeted approach
is more personalized and focused. The particular tactics at the heart of

Wipros program are well known, if not always well developed. No doubt Wipro has done a great
job in improving its Website, developing newsletter and Web events, and targeting the right
prospects. And it is certainly helped by being in a growing market. Yet the great power and the most
important lessons of the program lie in its integrated nature and its disciplined execution.

The move to the higher echelons of the software value chain

Wipro has consciously focused on increasing the revenue contribution from higher-end service lines.
The share of services such as IT consulting, systems integration, technology infrastructure services,
testing, package implementation and R&D services has been consistently increasing over the past
few years. There is significant growth potential in these areas. In order to put it in numbers, in
FY2002, revenues from such services totaled 14% of IT service revenues, while in FY2006, this figure
was nearly 30%. These services have grown at a CAGR of 64.0% during this period, and total revenues
from these services nearly touched US$ 500 mn, from just US$ 67 mn in FY2002.

To give just one example, Wipro has been amongst the first movers in services like infrastructure
management, which have significant growth potential. Infrastructure management, which is the
remote management of a company's IT infrastructure, such as servers, desktops, network
management and security systems, used to be an activity that was performed nearly 95% onsite only
a few years ago. However, with the increasing acceptance of the off-shoring concept, the activity is
now performed 65% offshore, with significant cost savings and value addition for the clients. This
service line has grown at a CAGR of over 40% from FY2002, and given Wipro's strong positioning in
this service, appears poised for even stronger growth in future.

Wipro's greater technology-intensity give it an edge over its peers

While Wipro's peers derive a significant part of their revenues from the enterprise services business,
Wipro has an edge in terms of it being relatively more technology-intensive. The company, as part of
its R&D group, provides services in the areas of emerging technologies related to avionics, embedded
systems, product engineering, home networking, internet infrastructure, consumer and automotive
electronics, to telecom equipment manufacturers like Nortel. The telecom and internet accesses
space is a lucrative one due to the fact that R&D

spends by the US industry and government have been strong. As a mater of fact, the technology
R&D business accounts for around 37% of the company's total revenues. Wipro has also de-risked
its revenues away from the equipment manufacturing space by venturing into the telecom service
provider segment. This, we believe, gives the company greater resilience to slowdowns such as the
one seen in the equipment manufacturer segment at the beginning of this century. With favourable
trends in the global telecom sector, such as increased competition, adoption of 3G in numerous
countries across the globe, the move to 'next-generation networks' (NGN), and the need to
differentiate oneself from competition, leading to greater emphasis on the provision of 'value-
added services', such as streaming video, Wipro, being a key player in this space, appears well-
poised to benefit.

Core Competencies of Wipro

For any business firm the most crucial key driver in its growth and productivity are the set of
core competencies which it follows in order to differentiate its products and services from other
competitors in market.

Wipro Ltd over the years has leveraged on the following key core competencies for its growth
and sustainability:-

Innovation as a key business driver by implementing certain business ideas which can change the
world. Change has always been driven by innovation at Wipro. Over the years it has raised the
bar in delivering solutions that make a difference in the technology landscape while leading to
enhanced values for its customers.
Inorganic growth strategy has been a critical factor in Wipro for getting deeper domain-
expertise, adding new service-lines and fueling rapid growth
Intensive R&D efforts for matching the changing needs of customers

Excellent corporate work culture in terms of information sharing and empowerment

Quality as a very vital factor in order to deliver reliability and perfection to customers by
maintaining high standards in service offerings and products, as well as internal processes and
people management. The Quality Management system (QMS) , called veloci-Q is a consolidation
of experiences and best practices that are also aligned to standard quality models and
certification.
Low Cost Service Model
 Corporate Social Responsibility of Wipro

Wipro believes in following CSR functions:-

Reaching out to create new opportunities :- Over the years Wipro has never been limited to
the projects and processes that are executed as daily operations rather it has developed a
clear road of taking its success to other sections of society who struggle to care for their own
basic needs

Wipro Cares :- Wipro care program is executed by with the help of its employees who are
free to volunteer their services and other recognized voluntary organizations who make sure
the goal is never out of focus

Wipro Applying Thought in Schools: - Education is recognized as a key investment in Wipro,

not only within, but also marked and leveraged as a social initiative. Through the Applying
Thought in Schools initiative, it takes it tagline seriously enough to build a network of social
organizations committed to education reform. Education quality, research and interventions
are clearly defined that its program explores.

Eco Eye: - Their commitment to the ecology around us is as strong as our every endeavor.
Wipro believe that the future lies in sustainable solutions that will never interfere with our
environment. With the formation of Eco Eye, Wipro is now a business that incorporates better
ecological balance in every project they execute.

Wipro's strategy revolves mainly around three points:

Service line expansion:-

Wipro will build a full port- folio of technology services. The company has already added a number of new
services such as package implementation, infrastructure outsourcing (including remote network
management), business process outsourcing and so on.
 Quality leadership:-

Wipro has been well-known for embracing cutting-edge quality standards such as six sigma. It has also
begun six sigma consulting in an effort to become a global six sigma leader.

Investing in human capital:-

Wipro Technologies is investing a lot in training, not only on the technical side but also on teaching its
engineers how to be consultants.

The company's employees, who several years ago were basically "code cutters", have demonstrated
the ability to take on large, complex projects and run them out of India. Now, they must be able to develop
a peer-like relationship with customers, persuading customers instead of just accepting direction and
doing a good job of execution.

The Company develops strategies and implements solutions for its clients to manage multiple sources of
data for use in their decision-making processes. Wipro uses its expertise in package software to architect,
implement and maintain client-specific solutions. The Company also provides consulting services. Wipro
provides offshore testing services. The Company's service portfolio in testing covers the entire gamut of
user needs from product concept to deployment, across the stages of the product/application life cycle.

Strategy for Middle East:

Middle East forms a critical component of our global strategy,' says Wipro. Being a rapidly growing IT
services market, Middle East forms a critical component of our global strategy,' said Suresh Vaswani,
President, Wipro during his visit to the region. 'Wipro is extremely committed to building a strong
customer base in the Middle East and will continue to provide value to our customers through our global
experience, understanding of various technology domains and bringing customized solutions to our
customers in the region.' Wipro Limited successfully implemented Oracle 'database migration' and 'forms
upgrade' using Oracle product tools for the core exchange application at Al Ansari Exchange, UAE. Al
Ansari Exchange had selected Wipro for this critical project to facilitate user friendliness of the application
and offer scalability to support the business growth of the Exchange.
 Wipro Limited (NYSE:WIT), the Global IT Services Company, has further consolidated leadership
position and has extended its commitment in the region by implementing two projects in Qatar. Wipro
announced the successful completion of two projects in Qatar.

The company has successfully completed the Engineering Consultancy and IP Telephony testing
project for Qatar Petroleum for the proposed QP Complex and also implemented an Enterprise and
Desktop management suite for College of North Atlantic-Qatar campus.

"Wipro is delighted to have completed these leading edge projects across the region. Successful projects
like these go a long way in reiterating our commitment for delivering high levels of customer satisfaction.

Strategy for west Asia:-

WIPRO sees a tremendous synergy in the Indo-Gulf markets and it aims to further strengthen this
relationship in the years to come, according to Mr Rajat Mathur, Vice-President, and International
Operations. Speaking at the recently-concluded India-Gulf Partnership Summit in Dubai, Mr Mathur said
that West Asia and the Gulf were moving into higher value services as IT was increasingly relied upon to
drive business momentum. He said this region formed a critical part of Wipro's global business strategy.
"Wipro as a company is extremely committed to building a strong customer base in the UAE and across
the region.

We are confident that our efforts in bringing best practices will spur healthy growth of ICT industry
in UAE, In 2004-05 alone, Wipro had year-on-year growth of 85 per cent in APAC/Middle East region. In
Q2, 2005-06, the company had a growth of 28 per cent in the Asia Pacific/Middle East region. In Q2 ending
September 2005-06, Arab National Bank, Saudi Arabia, selected Wipro as its partner for managing the
data centre operations of the `Disaster Recovery Centre'. In addition Manso Group, a diversified business
group in KSA, having interests in petrochemicals, steel, laminates and transportation business has chosen
Wipro to Implement Enterprise Application Platform - SAP Enterprise Version.

Wipro's strategy for future growth:-

Wipro, a leading India based provider of IT services, has drawn up its strategy to become a world
leader in the field. The company has stated in its latest annual report that the markets addressed by it
are undergoing rapid change due to the pace of technology development and change in business
models. It believes that these trends provide significant growth opportunities.

Wipro expects to significantly grow its global IT services business and the percentage of its total revenues
and profits contributed by this business over the next few years. It hopes to achieve this objective by
identifying and developing service offerings in emerging growth areas as separate business opportunities,
such as infrastructure support services, business intelligence services and telecommunication, internet
and application service providers.

It is also planning to aggressively develop the research and development services by focussing on high
growth markets such as telecommunication, mobile communication and the internet and high growth
technologies such as embedded software. Also, the company will be leveraging its experience in providing
IT services in the Indian market and its access to existing clients outside India to provide global support
services.

The intention is also to increase the number of clients through a dedicated sales team focussed on new
client acquisitions and increasing its presence in Europe and Asia. The goal is to make every new client
account earn over $1 million in annual revenues within twelve months. Also the company intends to
increase its share of business with existing clients by expanding its range of IT solutions and by increasing
its knowledge of industry segments and individual client businesses to allow it to better understand client
requirements. The focus would be on improving operating margins by increasing the revenue per IT
professional by providing higher value added services, increasing the number of productised services and
increasing the proportion of the company's fixed price contracts. In India, the growth plan includes
offering a full service technology solution including systems integration, support services, software and
networking solutions along with branded hardware products which the company hopes would enhance
profitability significantly. The company is also planning to pursue selective acquisitions of IT service
companies that would allow it to expand service offerings and acquire additional skills. This would
strengthen its relationships with clients and allow the company to realise higher revenues from them. In
pursuing acquisitions, the focus would be on companies where a significant portion of their work can be
moved offshore to India to leverage the company's low cost offshore delivery model and realise higher
margins.
 Traditional business: The Company has been in the consumer care business since 1945 and the lighting
business since 1992. The consumer care business has historically generated surplus cash for the company
to be able to grow in other businesses. The strategy is to maintain a steady growth in operating income
through efficient capital utilisation, strong brand name recognition and expanding nationwide distribution
network

Wipro expects to close at least one acquisition in 2007. This is in line with Wipro's strategy of acquiring
a string of companies across different verticals that either fill up their technology gaps or a ready customer
base. It has put through half a dozen acquisitions over the past 12 months.
4.2 POSITIONING WIPRO FOR GLOBAL COMPETETION.

Wipro Limited is a leading provider of IT solutions for customers across Americas, Europe, Asia,
Australia and the Middle East. Started as a ground nut crushing unit in 1947, Wipro has grown into a multi
business multi location conglomerate. Wipro has grown from a India centric consumer products
manufacturing company to a global company providing comprehensive service portfolio, an adaptive,
value-driven engagement model and our quality leadership in every aspect of service delivery. The depth
and width of the services that it provide is perhaps unmatched by any other company.

In its non-IT businesses, Wipro has a significant presence in Consumer Products and in Infrastructure
Engineering. The company has a significant presence in toiletries and lighting products and solutions. It is
the preferred suppliers to OEMs supplying to the growing infrastructure industry globally.

Wipro, Ltd. operates through a handful of subsidiaries, namely Wipro Technologies, Wipro InfoTech,
Wipro Consumer Care and Lighting, Wipro Fluid Power, Ltd. and Wipro GE Medical Systems, Ltd. The firm
has 37 offices across North America, Europe and Asia. Wipro InfoTech is responsible for technology
operations in the Indian, Asia-Pacific and Middle-East markets. Wipro's Consumer Care and Lighting
business segment accounted for 5% of its revenue in fiscal 2006. Wipro Consumer Care and Lighting
focuses on niche markets and offers a mix of consumer products including soaps and toiletries, light bulbs
and fluorescent tubes, lighting accessories and hydrogenated oil. Its umbrella brands include the Santoor
and Wipro Active lines of soap and talcum powders, as well as the Wipro Baby Soft line of infant and child
care products. The Fluid Power division develops hydraulic technologies for Indian mobile equipment
manufacturers, while Wipro GE Medical Systems, in conjunction with GE, produces and exports electronic
medical equipment. In December 2005, Wipro Technologies purchased New Logic, an Austrian
semiconductor design firm, for $56 million. This acquisition will greatly enhance the company's hardware
design arm, adding 120 semiconductor specialists and access to 25 new patent filings.

Wipro offers medical and educational assistance, sabbaticals for higher studies, interest-free and
contingency loans, an on-site cafeteria and transportation to its development centers.

In a vision exercise that Wipro went through in mid 2000, Wipro Technologies expected to generate
annual revenues of US$4bn by 2004. Half of these revenues were to come from organic growth and the
other half from acquisitions. The company is still far from this goal: revenues in 2001/02 amounted to
US$470m. However, Mr. Paul emphasizes that the US$4bn figure was not meant to be a target but a vision
that was used as a rallying cry for the entire organization to think big. The statement also forced
management to think through a number of fundamental issues such as how to successfully scale
recruiting, induction, quality systems, and delivery mechanisms. Moreover, if the company is going to
grow to the point where a majority of staff have been employed for less than two years, it will be
important to be able to "scale" the Wipro culture and instill Wipro values.

Like many other Indian IT services companies, Wipro Technologies has also been trying to diversify away
from the US market, which in 2001/02 accounted for 57% of the company's revenues. It has been targeting
particular industries in Europe such as telecom and utilities. As a result, the share of Europe in revenues,
about 36% in 2001/02,is relatively high compared with many other major Indian software exporters. Japan
has also emerged as a significant market.

The Company's India and Asia Pac IT Services and Products business segment, which is referred to as
Wipro InfoTech, is focused on the Indian, Asia-Pacific and Middle-East markets, and provides enterprise
clients with IT solutions. The India and Asia Pac IT Services and Products segment accounted for 16% of
Impact in the Wipros share price in the Indian stock market after it had bought
New Logic and other foreign acquisitions in 2005:

New Logic is ranked number one in wireless interfaces, WLAN and Bluetooth IP according to Gartner
report of April 2005. New Logic has 10 per cent global market share each in WLAN and Bluetooth IP space.

With New Logics buyout, Wipro said it is aiming to become number one in communication standards
based semiconductor IP category in the world in three years. Wipro shares gained 3.25 per cent on
Monday to close at Rs 455.80 on the BSE
 CHAPTER.5

ROAD MAPPING

5.1 ROAD MAPPING.

Understanding the dynamics of competitors within an industry is critical for several

reasons. First, it can help to assess the potential opportunities for a business enterprise, particularly
important if it is a new venture. It can also be a critical step to better differentiate a firm from
others that offer similar products and services. Globalization, outsourcing, innovative
organizational structures, a far-reaching regulatory environment - these are just some of the
profound trends affecting the way businesses work today. Road mapping is an established
technique that brings discipline and rigor to the product and technology planning process.
Popularized by Motorola and Corning in the 1980's, today, industry leaders like Honeywell,
Medtronic and Philips rely on roadmaps to dynamically connect product and technology plans
across the company and strategically map them to market opportunities. Leading innovative
companies use roadmaps to visualize innovation efforts across the enterprise, allowing them to
better plan for and make decisions about the future. Through the process of roadmapping,
organizations can exchange up-to-date strategic planning information about emerging
technologies, customer needs, market demands and competitive information. Today, many
companies are using roadmapping software to streamline the information collection process,
providing more accurate and current data to roadmapping participants. Because planning
information is often stored in static Word, Excel, and PowerPoint documents on multiple desktops,
key strategic planning information often resides in different functional silos. With roadmapping
software, this data is maintained in a central database, providing participants with the ability to
easily access, share, update, and integrate information throughout the organization. With
roadmapping software, companies are able to optimize visibility into innovation efforts across
multiple business units and departments, providing a collective truth about R&D capabilities,
projects and resources.
Roadmapping software can help companies effectively discipline ad hoc innovation and planning
processes, improve communication and collaboration throughout the planning process, and help
align cross-functional participants who need to stay on top of information as it dynamically
changes.
5.2 ROAD MAP OF IT SECTOR
 5.3 BCG MATRIX OF WIPROS SBU.

The strategic business units of Wipro are, Wipro infrastructure, Wipro infotech, Wipro lightening and
Wipro consumer durables and Wipro Technologies.
 CHAPTER. 7

A PP E N D IC E S

7.1 Suggestions and Recommendations:

1. Product Diversification: It can move to related-diversified towards telecommunication and Mobile

handsets in India, which is a 3rd largest user for Mobile phones. and other emerging countries

2. Strategic Business Units which are right now in question Mark (BCG Matrix) should increase their
market share by implementing long term strategies to become in the star mark(BCG Matrix). It
should strengthn the domestic market as well by taking the advantages of liberlisation and
Globalisation.

3. Establish presence in emerging markets such as Brazil, china, korea, where there is a huge
potential for further growth. Since being the first player in the market results in market leadership
in subsequent years when the market is more open and attractive for other investors.
 4. Wipro should try to improve in net profit margins to improve its valuations in the coming years.

5. Wipro can take the strategic advantage of growing market demand of retails which is booming in
Indian Market by having strategic alliance with different Retail Companies.

7.2 BIBLIOGRAPHY:

There was immense need and flow of the information while conducting the analysis as well as

While writing this report, which was gathered through various sources mentioned below:

Internet:
 www.wipro.com

Business Today magazine

www.wipro.com/webpages/index.htm

Data Quest Magazine

www.Quickmba.com

www.hinduonnet.com

Business Line

www.marketresearch.com/product

www.dqindia.com